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San Francisco Public Library 

Government Information Center 
San Francisco Public Library 
100 Larkin Street, 5th Floor 
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REFERENCE BOOK 

Not to be taken from the Library 



Designed and produced by 
The Wessling Creative Group 
Tony Wessling, Creative Director 
Keara Fallon, Associate 

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Presented as a gift to the citizens of 
San Francisco, with many thanks to "^V- 

the individuals, city departments and 
community organizations who provided ' 
the words, pictures and inspiration 
which helped bring this project to fruition. 



State of the City 



1997-1998 



Mayor Willie L. Brown, Jr. 

reports to the Citizens of the 

City and County of 

San Francisco, California 

Board of Supervisors: 

Barbara Kaufman, President 

Tom Ammiano 

Sue Bierman 

Rev. Amos Brown 

Leslie Katz 

Susan Leal 

)ose Medina 

Gavin Newsom 

Mabel Teng 

Michael Yaki 

Leland Yee 



The City of 
San Francisco 
OOCUMfcWTS OSPT. looks toward the 



OCT tum7 

PUBLIC UftftARV 



promise of a 
new millennium. 



When I stand at the top of Twin Peaks 

before me, I am filled with awe at the 

and creativity of our citizens. I feel 

the tremendous responsibility 

I promised to give you every ounce i 

bring revitalization, responsiveness ' 

[I 

the opportunities being presented , 

We must treasure our precious* 

to the challenges of the 

Together we have i 

Together, we will take our * 





and gaze at the vista of San Francisco 
beauty of our city and for the courage 
\proud to be your mayor, and I know 
with which you have entrusted me. 
of my energy. I promised I would 
and results to this city. We must seize 
to us. We must be entrepreneurs, 
heritage even as we respond 
present and the future, 
accomplished much, 
city into the new millennium. 




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Twelve months ago, I stood here before you 
to deliver my first state of the city address. 



to realize our dreams, 



We shared our mutual love of San 
Francisco — its uniqueness, its beauty, its 
incredible diversity. 1 outlined then the 
many advances made in this administra- 
tion's first 10 months — in health services, 
in crime prevention, in job creation, a host 
of other issues. I spoke of the successes 
of our summits on the economy and 
1 , on health care. 

we must be realistic. " 

I acknowledged the difficulties and chal- 
lenges ahead — the imminent restructur- 
ing of the welfare system, the need to find 
additional homes and jobs for those who 
had neither, the issues surrounding public 
transportation. It was utterly clear that 
many things were broken and needed fix- 
ing. We knew we needed health care for the 
uninsured, cleaner streets, a juvenile justice 
system that worked, opportunities for our 
children, city agencies that acknowledged 
one another's existence and greater collabo- 
ration among non-profit organizations. 



When people ask me, "What do you want 
for San Francisco? What is your vision for 
our city?" I give the same answer I gave 
during my campaign. The same answer I 
gave here last year. The same answer I will 
continue to offer as long as I am mayor 
of this city: 

I want revitalization. 
I want responsiveness. 
I want results. 

I promised that with strong leadership, we 
could achieve all three. I also told you that 
to realize our dreams, we must be realistic. 



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In the first year, we made quick fixes 
and got quick results. That's short-term 
progress. But more importantly, through 
revitalization and responsiveness, we have 
laid the groundwork for spectacular 
results; realistic results that will manifest 
themselves handsomely, well into the 
next millennium. 

There's revitalization. This city's economic 
health is on the upswing. Development pro- 
jects and business expansions under way 
throughout the city are creating jobs and 
new opportunities. Yes, San Francisco, like 
much of the country, is experiencing an 
economic boom. But no big city mayor can 
afford to sit around and wait for opportuni- 
ties to be dropped on his or her lap. We 
must be aggressive in pursuing economic 
revitalization. We must be entrepreneurs. 
More employment opportunities means 
more money for city services, which trans- 
lates to a better quality of life for us all. 
There's no mystery in that formula; 
it's just logical. 



ity 




There's responsiveness. You pay taxes, I 
pay taxes. You want a responsive and effi- 
cient government, I want the same. We 
both want what we pay for. We have that in 
the form of a healthy $3.4 billion budget 
that invests in our city and its citizens with- 
out tax increases and without cuts to ser- 
vices we all expect. In addition, we have a 
reserve fund of $10 million. 

We've reorganized our city services to make 
them more responsive. We both want city 
employees and department heads to be held 
accountable. Our public servants know that 
if they don't perform in their jobs, they will 
answer swiftly to me. They know that pub- 
lic service is a high calling; it is not a nine 
to five job. I demand 24-hour service of 
myself. Your public servants know the 
same is demanded of them. 



There are results. I respect reasonable 
process, and nothing moves forward in our 
city without observing the proper hearings, 
permits and reviews. But process must 
yield a gain, a benefit for the citizens of San 
Francisco. When I took office, this city's 
economic engine had been idling for years. 
That benefits no one. An idling engine does 
nothing more than keep you in the same 

spot. I want results. Mission Bay lan- 

^E^v\T ii£ guished for more than a decade; the Giants 

I 

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^ "You want a responsive 

— and efficient government, 

1 I want the same. 

■ We both want what 

1 we pay for." 

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talked for years about leaving San 
Francisco; the 49ers were considering 
options elsewhere. We put all three of those 
engines into gear because we need the jobs, 
the financial stability and the social services 
those projects will provide. 

When our Redevelopment Agency 
restructures a low-cost lease so Wedrell 
James of Bayview Hunters Point can 
expand his local construction business 
and hire more community residents 

— that's revitalization 

When a simple telephone call to my neigh- 
borhood outreach office from Anya-Malka 
Halevi results in the resurfacing of her 
1300 block of Jessie Street — a street 
in deplorable condition for years 

— that's responsiveness. 

When we negotiate a complex, multi- 
pronged deal with the school district, and 
the outcome is a new Bessie Carmichael 
school South of Market, a child-care center 
at Seventh and Lawton streets and an 
Excelsior Youth Center for the City 

— that's results. 






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When I see hope for the first time in 40 
years in Bayview/Hunters Point, when I 
know the 49ers and the Giants will be here 
for decades to come, when I see smiles on 
the faces of public housing tenants, when I 
cut the ribbon at new community centers in 
Chinatown, when small businesses open on 
Irving Street and Chestnut Street, when 
corporate entities open megastores in 
Union Square, when I see cleaner, safer 
streets, I see revitalization; I see responsive- 
ness, and I see results. 

These are the "Three R's" by which you can 
judge this administration. 

Let's speak first of revitalization. 



One thing I am extraordinarily proud of is 
this city's ability to come together for the 
good of all. We have our differences, but 
we always respect one another, and I am 
proud that our prosperous neighborhoods 
are willing to reach out to our less 
prosperous neighborhoods. 

We can all be proud as we take part in the 
rebirth of the southeast corridor of our city 
— an area shamefully neglected for more 
than 40 years. 



Let me walk you through this part of town 
as I see it in the near future. It starts 
roughly at the Bay Bridge and continues 
down along the southern waterfront to 
Candlestick Point. Standing as sentinels 
at each end of the corridor are the Giants 



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ballpark and the 49ers stadium/retail mall 
complex. In between are Mission Bay and 
UCSF's second campus — the largest 
urban development project in the United 
States; the Hunters Point shipyard — 
500 acres of prime waterfront property; 
India Basin, and the Bayview/Hunters 
Point neighborhood. The artery running 
through all these elements is the Third 
Street light-rail line. 

The Southeast Corridor has for decades 
largely been a wasteland, filled with rotting 
warehouses, abandoned shipyards and 
struggling small businesses. We're chang- 
ing that. The ballpark, the stadium com- 
plex, Mission Bay and the UCSF campus 
are all moving forward. These projects will 
bring jobs, housing, open space, retail busi- 
nesses, light industry and revitalization to 
the neighborhood. 






We can all be proud as 

we take part in the 
rebirth of the southeast 
corridor of our city..." 



We have turned our attention to the 
shipyard and the Bayview/ Hunters Point 
neighborhood. 

When the federal government announced it 
was moving out of the Hunters Point ship- 
yard, typically, no one stepped forward to 
counter the obvious detrimental economic 
impacts to the neighborhood. The official 
transfer contract has been under negotia- 
tion for seven years, through three adminis- 
trations, and yet there have been no serious 
initiatives to encourage private sector 
investment. Until now. 

We'll sign the transfer agreement in the 
coming weeks. We'll pay $i for the site, and 
the Navy has agreed to an expedited toxic 
clean-up process, hopefully within the 
next five years. 

We're ready, and we're thinking big. The 
Board of Supervisors has approved a citizen 
advisory committee's reuse plan that 
encompasses an extraordinary mixed use of 
open space, recreational facilities, light 
industry, a job-training center and the flexi- 
bility to maintain current uses by artists, 
businesses and the community. Citizen 
advisory committee member Lori 
Yamaguchi calls the plan a "clear concept 
and vision for the shipyard." 









The first major project for the shipyard will 
begin in early 1998, with the construction 
of five acres of wetlands restoration and a 
visitors' center. More than one million 
square feet of property is already leased 
there, and we're in negotiations for another 
half million. I see the potential for locating 
UCSF spin-off research labs there and for 
creating live-work space for artists. 

Key to a successful reuse plan for this area 
is, of course, adequate transportation and 
access. We need to consider a way to link 
the 49ers complex and Highway 101, per- 
haps by causeway or bridge. The advantages 
would be enormous: The shipyard would 
attract spin-off benefits from the retail com- 
plex, thus generating millions of dollars to 
the General Fund. The mall could use ship- 
yard property for additional off-site parking. 
Commercial vehicles would have easy 
access to Highway 101, thereby eliminating 
excess truck traffic through Bayview 
Hunters Point. And the Third Street Rail 
line would have an open path for neighbor- 
hood businesses. 

We're also thinking about small businesses 
in the area. We have numerous projects 
under way in Bayview Hunters Point, 
including more than $2.5 million in small 
business loans through the mayor's office 
of community development. We have put 
together a non-profit organization to spear- 
head the purchase and management of the 
Bayview Plaza industrial park. 



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We are a city 
dramatically on 
the move. 





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Two Bayview entrepreneurs recently partici- 
pated in the city-sponsored Renaissance, a 
program designed to incubate small busi- 
nesses. Thanks to management training 
and small business loans, Johnicon 
George's African Heritage Book store is up 
and running on Third Street and Ron 
Mack's Bay Copy is open for business in 
the plaza. Sam Miller, a former public 
housing resident, received a city-guaranteed 
$40,000 bank loan to expand his pest 
control business and hire one low- 
income person. 



issance 



Much of the revitalization of this area will 
be facilitated by the port's waterfront plan, 
which after seven years and hundreds of 
meetings has finally been approved. The 
port itself is booming, with cargo tonnage 
expected to double next year and cargo rev- 
enue to increase by 40 percent. 

But this is only one section of 

San Francisco undergoing revitalization. 




We have a second military base to nurture: 
Treasure Island, a site of outstanding 
potential. The official transfer of manage- 
ment from the Navy to the city took place 
only 14 days ago, but we are well on our 
way to creating a community that will 
reflect the incredible diversity of San 
Francisco. We'll have a marina, the police 
academy, a firefighters college, soccer 
fields, film facilities and restaurants. 

We have about 900 units of housing avail- 
able on Treasure Island, and we are cur- 
rently negotiating with a consortium of uni- 
versities in San Francisco — State, UC, 
Golden Gate College — to make this a vil- 
lage for students. The consortium would 
take the lead in managing the housing and 
would fund transportation and other neces- 
sary services. Also housed there would be 
people who work on and care for the island. 



prosperity 






The Treasure Island Development 
Authority, which consists of the directors of 
planning, redevelopment and the port, 
along with two citizens, will oversee the 
reuse plan and ensure that it is implement- 
ed in a timely fashion. 

In the Western Addition, the lower Fillmore 
Jazz District is now a go. WDG companies 
will build a nine-screen theater complex, a 
jazz club and a 460-stall parking garage 
on the east side of Fillmore, between Ellis 
and Eddy streets. WDG has recently 
secured signed commitments from 
AMC theaters and New York's famed 
Blue Note jazz club to lease the complex. It 
will be the first Blue Note satellite club on 
the West Coast. We'll finance the project 
through private and public sources, includ- 
ing a loan from the Mayor's Office of 
Community Development. Jobs? More than 
300 of them are expected, not to mention 
the other retail businesses that will spring 
up around the increased foot traffic. 

We're seeing a boom in our downtown 
area. Ground is being broken on new hotels 
for the first time in decades. Macy's is 
expanding. Levi Strauss is working to build 
a flagship store at Union Square. We're 
aggressively working to find larger quarters 
for the Pacific Stock Exchange. Nikeworld, 
Diesel, Virgin Records, Bulgari's, Saks 
Men's store are contributing handsomely to 
the revitalization of the Union Square area. 
Bank of America recently showed off its 
$25 million state-of-the-art trading floor-the 
largest this side of Chicago. 

We're expanding Moscone Center even 
more, with another 94,000 square feet of 
exhibit space — the preferred site being at 
Fourth and Howard streets. The Sony 
entertainment complex is moving forward. 

In the next few years, the Civic Center will 
become what it was meant to be in the 
first place — a gathering place for all 
San Franciscans. 



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We have more than a dozen Civic Center 
revitalization projects in various stages — 
City Hall, the Opera House, the new state 
building, the courts building, the federal 
building, the Asian Art Museum. The 
Department of Public Works is leading a 
multi-agency team to implement long-term 
improvements to the Civic Center Historic 
District. The goal is to resurrect the original 
1912 Beaux Arts design while incorporating 
modern 21st century uses. This will include 
traffic patterns, plaza renovation, Muni 
station improvements, and the renovation 
of the Fulton Street mall. A massive 
public outreach program will be launched 
for the Civic Center restoration — with 
hearings, design workshops and project 
update presentations. 

And let me tell you about something 
special: We plan to light all these buildings 
in the evenings, opening up the entire 
space for evening activities. 

Visitors continue to pour into San 
Francisco — once again Conde Nast has 
named us the nation's number one tourist 
destination. A recent series in the San 
Francisco Examiner reiterated that half of 
our city's economy is based on tourism — 
more than 16 million of them came 
through here. Our $2.5 billion airport 
expansion program will help move tourists 
and business people alike through our city. 





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We're building a new gay and lesbian com- 
munity center on Market Street; we've bro- 
ken ground on the Excelsior Youth Center. 
Bonds passed by voters last June mean 
we're going to spend nearly $48 million to 
spruce up the zoo and another $140 million 
to renovate our schools and community col- 
lege — from new construction to hardwiring 
of buildings to seismic upgrades to 
improved science labs for every middle 
and high school. 

We're continuing to promote multimedia, 
one of the fastest growing industries in 
our city. The Department of Building 
Inspections is working on an expedited per- 
mit process of multimedia businesses, and 
Supervisor Leslie Katz will convene a multi- 
media summit early next year. 

We're studying the best use of the Transbay 
Terminal site. That facility, an abomination 
from seismic, health and safety perspec- 
tives, will be demolished. We're currently 
going through the environmental impact 
process for a new terminal nearby, and I 
note that San Francisco was successful in 
securing $80 million from the new bridge 
toll to help pay for this $125 million project. 



tructure 



As you can see, we are a city dramatically 
on the move. In order to move these pro- 
jects forward, we need a responsive and 
efficient government. 

We can have all the projects in the world 
standing by, but they'll go nowhere quickly 
without a responsive government. 

Earlier in my remarks, 1 emphasized the 
importance of efficiency in San Francisco's 
city government. I pledged to you, the tax- 
payers and citizens of San Francisco, that 
you would receive services in direct value to 
what you paid for. We have reorganized 
nearly all our city services to make them 
more responsive to you. 

Let me give you some real-life examples of 
reorganization for responsiveness: 

John Hirohata of Christopher Drive worried 
for years that a decaying eucalyptus tree 
was threatening his house. He couldn't 
sleep nights. The City did not respond 



success 





to his concerns. He contacted this adminis- 
tration's DPW, and the tree was removed. 
He sent his heartfelt thanks in a letter 
to my office. 

Bob Santilli of Vallejo Street in the Mission 
complained to City Hall for four years of 
rat-infested garbage collecting outside a 
local nightclub. He wrote to my office 
shortly after my inauguration. A few weeks 
later, he wrote again to thank this office for 
swift and thorough action on the removal 
of the refuse. 



When Anne Marie Shami purchased store- 



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city-wide../' 



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expected some delays, but she didn't expect 
her own Heart of Darkness journey 
through city bureaucracy with its sequential 
rather simultaneous approval processes. 

My office interceded, and her cafe, The 
Progressive Grounds Coffeehouse, is now a 
popular neighborhood gathering spot. 

Mrs. Shami's nightmare will not be repeat- 
ed under the reorganizations of the 
Planning and Building Inspections depart- 
ments. We can't afford to take months and 
even years to get something done. For the 
first time, planning and building inspection 
are working together, and permit process 
time has been cut in half. 

Nearly all services in my administration 
have been reorganized to make them more 
efficient, more user-friendly and more 
results-oriented. Our goal is to bring City 
Hall literally into your neighborhoods. 

We have opened neighborhood City Halls, a 
project instituted by Supervisor Barbara 
Kaufman. At these sites — in Chinatown, 




health 






West of Twin Peaks, the OM I/Excelsior and 
Bayview Hunters Point — residents can 
bring questions and concerns and get 
immediate response. Hundreds of you have 
taken advantage of this service. 

What about those times when you're most 
vulnerable — when you've got a medical or 
safety emergency at home or work? 

We've moved the paramedics into your 
neighborhoods through the merger of the 
paramedic and fire department operations 
— forever changing a ioo-year-old system. 
Having both operations in the same facili- 
ties will dramatically reduce response time 
from eight minutes to less than five min- 
utes. This change could quite possibly save 
your life or the life of someone you love. 

We all remember the horrific incident at 
101 California Street in 1993 and the tragic 
deaths that occurred there. The antiquated, 
bifurcated 911 system resulted in a too-slow 
response time. We broke ground on our 
new 911 center several months ago, and 
when it is completed, we will no longer 
have to fear that the police aren't talking 
to the paramedics aren't talking to fire- 
fighters. This project is on the fast-track 
and is scheduled for completion at the 
end of 1999. 

The police department has moved into your 
neighborhoods through citizen patrols, 
mentoring programs and community 
policing. Every neighborhood in 
San Francisco is involved with helping 
police patrol its environs. The result is 
that crime is down citywide, with a 
particular drop in homicides (22 percent) 
and in rapes (26 percent). 

The Planning Department has moved into 
your neighborhoods. We've divided the City 
into sections, each with its own planning 





supervisor. This will help us protect the unique characteristics and cultural diversity of 
each of our neighborhoods. 

We're preserving our precious heritage by doubling the number of planners' hours 
devoted to landmarks issues and increasing, from two to seven, the number of planners 
attending to preservation discussions. 



hoods. We've divided the department along 



Parks and Rec has moved into the neighborhoods. We've divided the departme 
geographical rather than functional lines with one supervisor assigned to the northern 
half of the City and one to the southern half. They'll be responsible for both park and 
recreation programs. Staff will be physically relocated into satellite sites throughout the 
city. So if you're concerned about the state of restrooms at Collingwood Park, or trash 
accumulating at Douglass Park, or new bike trails for McLaren Park, or deteriorating 
children's play equipment in Chinatown, you now can contact your neighborhood office. 

You have neighborhood health clinics, new Senior Central locations, new community 
centers, Town Hall meetings with your supervisors and neighborhood emergency 
response teams in the event of an earthquake. 

Then there is a neighborhood subject dear to my heart — the cleanliness of our streets. 

When I was a young boy, we didn't have street sweepers in Mineola, Texas. If you threw 
garbage in the streets, you had to live with it. My grandmother would not let me go to 
bed at night unless my room was clean, my clothes picked up. There was no relaxing in 
our household until it was spic and span. I hated that regimen, but it instilled in me for- 
ever an obsession with tidiness. 

This city does not get dirty on its own. We make it that way. We must change our habits. 
That is why I'm very excited about an unprecedented event on November 8 — The Great 
Sweep of San Francisco. We're going to clean the entire city in one day, with all of us 
chipping in. 

We've divided the city into sections, and City Hall will lead the charge. A senior staff 
person or department head at City Hall has been assigned as precinct captain for every 
section. They'll be responsible for coaxing every single person in San Francisco to step 
outside and clean the street in front of their homes and businesses. Thousands of you 
will be dispatched to hot spots all over the city. 

I want schools involved, corporations involved, churches involved, merchants involved, 
neighbors involved. I am asking the entire city to step forward and say, yes, we care 
about the cleanliness of our city, and we're willing to do our part. You sweep the streets 
with us, and we'll come by and pick up the garbage. 

I want this to become a twice-yearly event for the city of San Francisco. The objective is 
to change our habits forever, and we'll leave in place one person for each district to 
encourage continued dedication to clean streets. 

Remember: The Great Sweep of San Francisco. November 8. 

But cleaning the streets is not a one-day endeavor for this administration. We helped the 





merchants of Market Street set up their own steam-cleaning program and provided the 
sweepers in the form of citizens working off parking tickets. We have commitments for 
six other neighborhood clean teams. We've installed six prototype newspaper racks 
around the city to eliminate flying newspapers. Surveys show they're wildly popular. 



We're focusing on our neighborhoods' environmental needs. The new Department of 
the Environment will help coordinate all environmental activities, including toxic clean- 
ups and the implementation of our new sustainability plan. Today, the EPA announced 
a $100,000 Brownfields grant — the second we have received in two years — which will 
target the Bayview/ Hunters Point area. We're also implementing a new pesticide reduc- 
tion ordinance, which has greatly reduced the amount of toxic pesticides being used 
on public property. 

City Hall is responding to the needs of women, also, through domestic violence aware- 
ness programs and services for poor women and their children. Our breast cancer sum- 
mit last year produced a new plan for tracking women with breast cancer, a plan that 
was discussed at length at the U.S. Conference of Mayors in June. The good news is that 
the unusually high rate of cancer has dropped in the last few years; the bad news is we 
don't know why. Our health department will continue to study the issue. We'll be hold- 
ing a summit next spring "For Women Only" at which we'll draft our women's agenda 
for a new generation and a new millennium. Women from all over the Bay Area will be 
invited to participate. 

Our City Attorney's office was responsive to San Francisco's citizens by winning the 
suits against the tobacco industry and by challenging the injustice of Proposition 209. 

These are all ways in which this administration is responsive to you. But if you're still 
not satisfied, you can come directly to me, as 250 of you have during my monthly open 
door days. It works: Just ask the group of cab drivers who came in to see me during one 
open door day. They told me of their legitimate concerns. We set up a Town Hall meet- 
ing with more than 200 drivers in attendance. We then formed a citywide task force on 
taxicab issues, chaired by Supervisor Gavin Newsom. The task force has already 
addressed traffic concerns and airport issues. 

You can reach me through the mail — whether electronic or the more old-fashioned 
postal system. I have received more than 12,000 letters since taking office, and more 
than 52,000 e-mail messages. This office tries to respond courteously and promptly to 
you all. I have directed my staff to return every phone call within 48 hours. I trust you'll 
let me know if this is not the case. 

I also have made myself accessible to the media. I've held more than 40 biweekly press 
availabilities, in which any member of the fourth estate can ask me any question. I meet 
quarterly with the publishers of the community newspapers. My public appearances are 
a matter of record — you'll find them posted on the Internet — and any citizen can 
approach me at any time about any issue. 

All of the things I've just outlined to you clearly show how this government is respon- 
sive. But what about the bottom line: How have revitalizarion and responsiveness pro- 
duced tangible results? Spectacularly, I'm happy to report. 






i nitia 





participation 




In the face of rapidly diminishing state and 
federal dollars, we have had to look to our- 
selves for solutions. In many cases, we have 
found them, and the nation is looking to us 
as a model for creative solutions to welfare 
reform, affordable housing, health care, 
youth services, juvenile justice reform, 
turning around the public school system 
and to collaborations between the public 
and the private sectors. 

I believe that our ability to bring together 
the talents of City Hall, the private sector 
and the non-profit, community-based orga- 
nizations has enabled us to respond more 
quickly than any major American city to 
the challenges presented by welfare 
reform. Key to our response is moving for- 
ward at a steady clip on housing, jobs 
and health care. 

One year ago, we passed Proposition A, a 
$100 million general obligation bond for 
affordable housing. No other city in 
America has embarked on a local program 
this ambitious, and other cities continue to 
seek our counsel. We are scheduled to 
begin issuing those bonds in January, 
which — over a 20-year life span — will 
yield more than 3,000 rental units and 
1,000 first-time homeowner households. 
Supervisor Amos Brown has introduced 
legislation to begin implementing Prop. A. 

Currently, low-income housing is under 
construction all over town, in the Mission, 
in Sunnydale, in the Tenderloin, South of 
Market, the Duboce triangle, the Sunset. 
Supervisor Mabel Teng has introduced leg- 
islation for an amnesty program for illegal 
in-law units. I support her efforts. 




c re a 1 1 





We've seen a dramatic turnaround and a 
new sense of pride in our public housing 
developments under the direction of 
Ronnie Davis and Dr. Emma McFarlin. We 
have a new housing commission for the 
first time in 18 months. All the public hous- 
ing developments in the city are undergo- 
ing rehabilitation. New townhouse units in 
Hayes Valley are nearing completion. 

We're opening new facilities for those with- 
out homes, such as the Altamont Hotel, the 
Hotel Grand Southern, Oak Street House, 
Dolores Street Community services. 
Supervisor Tom Ammiano is conducting 
community meetings in the Castro on how 
best to respond to homelessness there. 
Hallidie Plaza merchants are working with 
the homeless coalition to improve condi- 
tions there. We've just funded a drop-in ser- 
vices center in Bayview Hunters Point. The 
merchants in the Haight have hired home- 
less people to clean the streets. 

We've created new housing opportunities 
for people living with AIDS — such as 
Hope House and ioio South Van Ness. 
Richard Hantgin, stricken with HIV and 
formerly homeless, tells me joyfully his 
new life at Leland House has given him 
spiritual and physical strength. 

Today I am announcing a $9 million joint 
project between the Redevelopment Agency 
and my offices of Housing, Human 
Services, Community Development and 
Children, Youth and Families to develop 
several low-income housing facilities with 
on-site child-care and educational and job- 
training services. This is precisely the kind 
of multi-dimensional effort needed to 
address welfare reform. 

The revitalization of the city, of which I 
spoke earlier, is resulting in the creation of 
new jobs every single day. fobs for people 
who don't have them. Better jobs for those 
people who do. I am committed to develop- 
ing the skills of employees in both the pub- 
lic and private sectors. So let's talk about 
human skills. 



assist 



Welfare reform means we literally have tens of thousands of people urgently in need of 
jobs. Unfortunately, many of them are neither prepared nor trained to enter the work- 
force. Many of them have criminal records, have substance abuse problems, have no 
concept of what it means to show up for work in a timely fashion every day. They have 
problems because they are poor, and they shouldn't be penalized now because they are 
attempting to turn their lives around. 

I grew up poor. I know what it's like to struggle. I know that people want dignity and 
opportunity, not a handout. We've got to get people cleaned up, free of substance abuse, 
teach them the soft skills such as filling out job applications or knowing how to present 
themselves. There are obvious social and community benefits to reshaping unemployed 
people into dependable, quality employees. 

Maurice Ray May, a Walden House resident, is a good example of what I'm talking 
about. Mr. May believed he was unemployable because of his spotty work record and 
history of substance abuse. He basically had given up. But counseling and training 
through a city-sponsored Visitacion Valley program helped him secure a job at TEG 
Paradigm. He is now a supervisor there and is working a second part-time job as a 
maintenance worker for the Housing Authority. 






One homeless man went through a Pacific Bell training program. He's now a directory 
assistance operator. Another unemployed man went through a city-sponsored soft-skill 
training program and landed a job at United Airlines as a customer representative. 

These are success stories. We can do this. We will do this. We must do this. 

Let me give you some other examples of what our city's multi-agency efforts 
are producing: 

• The 49ers/Candlestick Mills people need 6,500 workers. They want to use home- 
grown people, but we have to train them. 

• The Giants ballpark developers have set goals: 50 percent of their construction workers 
will be San Franciscans, with priority given to residents of Bayview Hunters Point, 
Chinatown, the Mission, Visitacion Valley and Potrero Hill. The Giants will work with 
Community College and trade schools to identify young people for employment, and 
they will set up a summer jobs program for at-risk youths. 

• 56 welfare recipients are training for jobs through a PG&E program. 

• 60 people have completed the recreation and parks training program. Most of them 
now have permanent jobs. 

• Up to 90 people will participate in a training and job placement program at the 
Waterfront restaurant. 

• $450,000 in city money has been allocated to non-profit, community-based organiza- 
tions for their job-training programs. 

• 703 people went through our Visitacion Valley job-training program last year, 213 of 
them now have permanent jobs. 

• The Chamber of Commerce has pledged to create 2,000 new jobs by the year 2000. 

These efforts around housing and jobs have helped us get hundreds of homeless people 

"People want dimity and humanity, 




off the streets and will significantly prevent others from becoming homeless. 

It is well-documented that a large percentage of people living in the streets are suffering 
from substance abuse and mental illness. We're setting national precedent by providing 
substance abuse treatment on demand. We've opened Safe Haven for Women and Safe 
Haven for Men, we expanded Pomeroy House, we have a new detox program at the 
Tom Waddell Center. Failing to provide care when individuals need it has a tremendous 
cost to all San Franciscans, and for every dollar we spend on treatment, we save $7 in 
other costs. Next we will target mental health treatment on demand. 

Our efforts have not gone unnoticed by the federal government. Last year we received 
$19 million from HUD in the form of the McKinney Award to finance our comprehen- 
sive plan for homelessness. It was one of the highest per capita awards in the country. 
We anticipate roughly that same amount this year. We received that amount because the 
federal government recognized that our collaboration of community-based organiza- 
tions, care providers and city agencies was unique and more importantly, successful. 

But I must caution that homeless people will continue to migrate to San Francisco for 
help. Who can blame them? We're offering a quality of service and care unmatched any- 
where else. If other cities, indeed the nation, were to follow our example, this country 
would be well on its way to making a serious dent in the issue of homelessness. 
Similarly, if the state took up part of the general assistance funding burden, counties 
wouldn't have varying services and people wouldn't migrate here in such large numbers. 

I'm particularly proud of results achieved this year on behalf of our most important con- 
stituents — our youth. They represent the 21st century. They are this city's future busi- 
ness people, social workers, teachers, electricians, policy makers, 
and yes, mayors. 

To a certain extent, everything we do in this city is for our children. 

That's why I spend so much time with our youth. I visit at least one school in our city 
every week, talking to students, listening to what's on their minds. They need hope. 
They need encouragement. They need opportunities. They need a reason to feel proud 
of their city and themselves. This is so important, because they are our future. 

When Mark Osborne, a teen-aged intern at the Yerba Buena children's center excitedly 
says he is learning to express himself in a creative way by using art tools, I know we are 
on the right path. 

I am thrilled that San Francisco's public schools are on a winning streak, with test 
scores inching upward for every racial and ethnic group for the past five years. 
Superintendent Rojas is to be congratulated. 

I am absolutely dedicated to working with Superintendent Rojas. We have entered 
into numerous partnerships with the school district, from beacon schools to job- 
training programs, because we know that in order to succeed, our children need 
comprehensive services. 



l not a hand-out. 





We held a youth summit and a subsequent 
youth empowerment conference, both 
chaired by Supervisor Michael Yaki, to hear 
the needs and desires of our youth. They 
told us they were worried about finding 
jobs and about dealing with personal social 
crises, about just having somewhere to be 
besides the streets. 



We listened. 






Under a new partnership between the city, 
the school district and community-based 
organizations, 330 people started working at 
City Hall this month at 65 different agen- 
cies to earn credits, income and training in 
public service careers. With YouthWork, 
these kids will learn how government works 
while taking home a paycheck. 



J 



We set up Youthline, a confidential toll- 
free hotline that provides youth with crisis 
counseling as well as information about 
where to go, what to do, and what job 
opportunities exist. It will be fully 
operational later this month and will 
be staffed by trained social workers and 
kids themselves. 

We broke ground on the Excelsior Youth 
Center, and I challenge any basketball play- 
er to a quick game of one-on-one at that 
facility next summer. We are moving 
toward completion of the Yerba Buena 
Children's Center — one of the few down- 
town sites in the nation dedicated to chil- 
dren and youth. Our Youth Commission is 
active and vibrant, and I have to tell you, 
some of those kids are amazing. Some of 
them intimidate me. 



We also have troubled youth. We believe we 
can help many of them turn their lives 




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around through an unusual juvenile justice 
program. After years of inertia in past 
administrations, we now have a new juve- 
nile justice plan, developed by criminal jus- 
tice rehabilitation expert Mimi Silbert, best 
known as the matriarch of Delancey Street. 
More than 400 persons participated in the 
creation of the plan. The plan borrows heav- 
ily from Delancey's philosophy of "Act as 
if." Act as if our kids are somebody, and 
they will become somebody. 

San Francisco continues to be a leader in 
health-care innovations. We are one of the 
first cities in America to move forward on a 
plan for universal health coverage for unin- 
sured citizens — 120,000 of them in 
San Francisco alone. The federal govern- 
ment couldn't do it. The state government 
couldn't do it. We believe we can. My blue 
ribbon task force on this subject will pre- 
sent its findings to me in early 1998. We 
are anticipating a grant from the California 
HealthCare Foundation to fund the cost 
analysis for this project. 

No one understands discrimination better 
than I do, the anger and hurt one feels 
when an injustice is done to oneself. That's 
why I was pleased to sign legislation by 
Supervisors Leslie Katz, Tom Ammiano 
and Susan Leal, making us the first city in 
America to require that companies doing 
business with the city provide equal health 
benefits to all, whether married or domestic 
partners. Yes, there have been some wrin- 
kles in implementing the legislation, but 
we'll iron them out. The point is: It's the 
right thing to do. 

San Francisco General hospital continues to 
be one of the top-ranked hospitals in the 
country, with an AIDS facility unmatched 
anywhere. For so many years we have been 
fighting this disease, and this year we have 
seen some promising development. New 




enhance 



AIDS cases have dropped for the first time in 15 years, and increasingly, lives are being 
prolonged by the use of AIDS cocktails — protease inhibitors. 

San Francisco for years has played a major role in AIDS research, prevention and educa- 
tion. We have set the tone globally for care services with our much-copied AIDS model. 
We have a needle-exchange program. We support medicinal marijuana. We added $3.5 
million to this year's budget for life-extending pharmaceuticals. We'll discuss the chang- 
ing nature of the AIDS model at our Dec. 2 summit on AIDS. 

We have had much good news about AIDS this year, it's true, but we cannot relax our 
vigilance surrounding education. Strong educational efforts are responsible for lowering 
infection rates among many groups. But there are still many segments of our city with 
rising rates of infection. To those groups — young African Americans, women in particu- 
lar, I say: You must protect yourselves. You must stay safe. 

We've also seen results in our neighborhood parks, although I admit I'm far from 
satisfied with the state of our park system. Money was added this year to increase the 
youth soccer program and double the number of latchkey facilities for our working 
parents. We renovated the polo fields and made a major commitment to expand our 
golf course facilities. We've allocated $300,000 in the budget for a comprehensive 
assessment of the condition of the parks. We're in the process of finalizing a master 
plan for Golden Gate Park. 

Just last week, we opened a new park and recreation center in Chinatown: the Garden 
of Peace and Joy. It is a jewel of open space, and a product of community and 
city collaboration. 

The Beach Chalet is another public private partnership that has succeeded beyond our 
wildest dreams. In the six months since it opened, the visitor center has welcomed more 
than 350,000 visitors, the restaurant has served more than 180,000 people. In the next 
few months, the chalet will begin selling handcrafted items made by our teen-agers, 
with the proceeds going to homeless and shelter programs. 

And you know what? Those one-third of a million people moving through the Beach 
Chalet have not had a negative impact on the pristine nature of the park. The Chalet is a 
good example of the way in which we can make our parks profit centers. I want to exam- 
ine ways to enhance the stables, to enhance the boat rental operations and Stowe Lake, 
to open a high-quality restaurant in the east end of the park as ways in which to gener- 
ate revenue for the parks. Revenue that can help us restore the Conservatory of Flowers, 
for instance. 



We have a major issue to address in the coming months: transportation. 



This is a city that lives and dies on the ability of its citizens to get around. We're a geo- 
graphically small city built on seven famous hills, and as such, we face a serious conges- 
tion problem. 

Muni has improved, but I'm still not satisfied. I know I am taking heat for what some 
people perceive as improvement that is too slow — I've read the editorials, I've seen the 
letters that come to my office. I know every time a bus is late, every time a rail car is 







halted, every time a vehicle malfunctions, that I must accept some responsibility. 
And I do that willingly. 

I'm asking you to understand that the system I inherited has been plagued by 20 years 
of dry-rot. No one dared take Muni on. No one dared tell you the truth about the system. 
No one wanted to force accelerated training programs for drivers. No one wanted to 
push for 24-hour maintenance seven days a week. No one wanted to say articulated 
buses are unsuitable for San Francisco's hilly streets. No one told you the numbers of 
inspectors had dwindled to zero. No one told you it takes three years to order a new bus, 
when all our buses are now at least 10 years old. No one admitted that every time there 
is a problem in the street — a stalled car, an accident, a double-parked truck — that Muni 
was going to suffer. 

This administration stepped forward and told you the truth. 

I put my most trusted man in charge of Muni — Emilio Cruz. I told him to fix it, and 
he has worked tirelessly. 

Under Mr. Cruz's direction, Muni now has accelerated training for drivers and round- 
the-clock maintenance. We've taken possession of the Breda light rail vehicles. We're 
moving at breakneck speed to find buses anywhere we can — we're currently negotiat- 
ing with a company to take possession of a fleet of buses originally destined for 
Philadelphia. We're bringing in inspectors from the retired Muni bus drivers' pool. 
We're moving on the F-Line, the Muni Metro extension and the Third Street light rail. 

We put cops on buses, and the SFPD reports crime is down 14 percent overall; 28 per- 
cent on the most troubled lines. We cleared a backlog of 350 complaints. We've dramati- 
cally tightened work rules related to absenteeism. We've held seven open door days to 
hear your complaints. The cockroaches have moved on to more fertile grounds. 

We move 685,000 people per day. Ninety-five percent of riders have a Muni stop within 
two blocks of their homes. I call that good service. 

And by the way, I take great umbrage at a recent National Transportation Safety Board 
assessment about our safety record. In more than one million trips, we had 
10 accidents that resulted in minor injuries. That's .00001 percent. I call that a 
fflgood statistic on safety. 

We're breaking ground on Bart to the airport, and we have finally laid to rest the now - 
outdated notion of a Caltrain extension. 

We've modernized our traffic control system ■ — replacing 80 percent of the city's traffic 
light controllers. Red-light running is down 30 percent thanks to increased vigilance and 
cameras at intersections, as a result of legislation introduced by Supervisor Susan Leal. 
We've cracked down on double parkers, bus stop parkers, loading zone violators, drive- 
way blocker with citations increasing anywhere from 25 percent to 100 percent. We'll 
open our North Beach parking garage in 18 months. 

We've made that depressing experience of retrieving your towed car a little more friend- 
ly. City Tow is now one-stop. In a policy change, you can now reclaim your car on the 





covenant 





/ pliolvs tin 



spot if the tow truck has not yet entered the 
flow of traffic. 

We will be convening a bicycle summit 
within the next few months to address ways 
in which we can make our city more friend- 
ly to alternative forms of transportation. 

Congestion is a side effect of a robust city. 
We want revitalization in our city. We want 
increased tourist activity. It benefits us all. 
That's why together we must find a way to 
address the issue. I'm confident we will. 

When you elected me two years ago, we 
entered into a covenant — a union filled 
with hope and expectations. 

We are such a small big city. We're the 
people who see each other at church on 
Sundays. We're the people who run into 
each other at restaurants, in the movie 
lines. We're the people who know each 
others' foibles and past allegiances. We're 
the ones who have feuded and fought, 
made up and moved on. 

We weathered the first 20 months together 
with many successes and with the acknowl- 
edgment we have a ways to go. 

It is time now to renew our vows. To 
remember what we asked of each other. 

You said to me: Don't let obsessive process 
hamstring our city. Don't let antiquated ide- 
ologies stifle us. Don't let bureaucratic lazi- 
ness go unnoticed. 



And I pledged to you: Not on my watch. 
Not in my administration. Not ever. 



m 
i 



"It is time now to renew our vows. 
To remember what we asked of each other/' 



I asked you to: 

Help me take this city into the next millen- 
nium. Help me identify those citizens 
courageous enough to put the good of all 
San Franciscans before their own personal 
and political agendas. Help me keep 
this the true city of Saint Francis, with 
compassion and concern for all. Help 
me make this a city for our children and 
our children's children. 

You pledged yes and elected me mayor. 
Together we are keeping our commitments. 
You have supported me, and I have brought 
revitalization, responsiveness and results. 
That makes for a sturdy relationship. One 
we can all be proud of. 

I know we won't let each other down. 




City Service Listings 

Animal-related services 554-6364 
Animal-related emergencies 554-9400 
Lost pet information 567-8738 

Children, Youth and Their Families 

Jeff Mori, Director 554-8990 

YouthWorks 

Peter L. Rocha, Director, 554-7399 

City of San Francisco's Web Page: http://www.ci.sf.ca.us/depts.htm 

Commission on the Status of Women 
Sonia Melara, Executive Director 252-2570 

Community Development 
Margine Sako, Director 252-3100 

Controller 

Ed Harrington 554-7500. 



Coronor 554-1694 

Disability Services 

Paul Imperiale, Coordinator, 554-6252 

Economic Development 

Sue Lee, Director 554-6117 

New and existing business assistance 554-6249 

UMB/Seismic Safety Loan Program 554-6467 

Enterprise Zone Information 554-6969 

Elections 554-4375 

Emergency Services and Community Safety 

Lucien Canton, Director 558-2701 

General Information 558-2700 

Film Commission 

Robin Eickman, Director 554-6244 

Hotline: 554-4004 

Environmental Department 

Beryl Magilavy, Department Head 552-7732 

Grants for the Arts 

Kary Schulman, Director 554-6710 

Health Department 

Dr. Mitchell Katz, Acting Director 554-2556 

Information 554-2500 

Community Public Health Services 554-2620 

AIDS Office 554-9000 

Homelessness, Mayor's Office of 
Terry Hill, Director 252-3136 

Housing 

Building inspection 558-6131 
Housing Authority 554-1200 






Mayor's Office of Housing 252-3177 
Rent board 252-4648 

Neighborhood Services 
Bevan Dufty, Director 554-71 11 

Neighborhood City Halls 

Bayview/Hunters Point 695-5031 

Chinatown, Lih-Meei Leu, 554-6174 

Eddie Tsui, Parking & Traffic 554-2315 

Lois Scott, Planning 558-6317 

Elaine Tom, Rec & Park 292-2017 

(OMI) Excelsior 337-4830, 337-3031 

West of Twin Peaks/Sunset/Park Merced 753-7320 

Parking & Traffic 

William Maher, Director 554-5800 
Information 554-PARK 
Abandoned cars78i-JUNK 
Blocked driveways 553-1200 

Police 

Emergencies 911 
Non-Emergencies 553-0123 
Public Information 553-1014 

Public Library 

General Information 557-4400 

Internet Address: http://sfpl.lib.ca.us 

Public Works 

Mark A. Primeau, Director 554-6920 

Condominium Conversion 554-5827 

DPW 24-Hour Emergency Number 415 695-2020 

Disability Access 558-4524 

Graffiti Hot-Line 241-WASH 

Noise-Street Construction 554-2777 

Potholes 695-2100 

Sewer Repair 695-2096 

Street Cleaning 695-2017 

Street/Sidewalk Inspection 554-5810 

Tree Planting 554-6700 

Trees (City Owned) 695-2162 

Transportation 

Emilio Cruz, Muni Director 923-6212 

MUNI Information 673-6864 

RIDES (General Public Assistance 1 800 755-POOL 

Travlnfo (Regional Transportation Info) 

(any area Code) 817-1717 

Waste management 

Solid Waste Management 554-3400 

Recycling Hotline 554-6193 or 554-7329 
Hazardous Waste Hotline 554-4333 

Water Department 

Anson Moran, General Manager 554-3160 

Water Department Information 923-2400 






5 




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